4. Sharing and distributing the astonishment report

The first thing we need to do is to take the hassle out of sending in astonishment reports. Indeed, how many reports are not sent up to management for fear of ridicule, or because staff feel that strategy is none of their business and that it's management's responsibility?

All data is precious, and the sender who takes the time to write and formalize his or her feelings deserves attention.

For example, a driver who is sourcing at the same time as several other competitors can pass on information about current trends to central purchasing sales staff or suppliers. He becomes an "intelligence agent", which gives a new meaning to his work, as he contributes to the company's overall performance. They are no longer limited to carrying out their usual tasks.

Internal distribution of the astonishment report can be either...